Harrison's Magazine : October, 1929

HARRISON’S

MAGAZINE

William Feather, Editor
Nathan C. Harrison

Business Manager

cso

A magazine devoted to health,
honesty, enthusiasm, industry,
humor and things in general.
The editorial expression may
not be right, but, in an effort to
get at the real truth, let us all
think it over. Published on
the first of each month. The
circulation is free within the
business range of the granite,
marble and stone industries,
but to others the price is
ten cents a copy or
one dollar for
the year.

W arehouses:

Boston, Massachusetts
Barre, Vermont

Harrison Supply Company, Inc.

Boston, Massachusetts
Owners

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0)aga?int

WILLIAM FEATHER, Editor

Volume 16 OCTOBER, 1929 Number 11

The minute anyone calls us “brother” we
watch him.

The ideal partnership is a homely girl and
a pretty girl.

Probably more people would play the piano
if they could get anybody to listen.

Before long the only women left with
bobbed hair will be the old ladies.

It’s embarrassing to admit you’ve never
been offered money for your picture and a
testimonial.

If you’re rich you may keep ugly gossip
out of the newspapers, but you can’t keep
the hairdressers from talking.

We can understand why a man will go to a
highbrow concert occasionally just out of

Do It Now!

curiosity, but we can't understand what
prompts anyone to buy a season ticket.

I can resist profanity except when a big
bull fly buzzes around my head and grazes
my nose for the seventh time.

Most men are a little afraid of intelligent
women.

I ■"in H —

A FTER thinking it all over, I have come
to the conclusion that the greatest bit
of practical advice ever written consists of
that old chestnut, Do It Now!

As a motto it has been reduced by repeti-
tion to an inanity, but, as I have said before
of other platitudes, if it wasn't good it
wouldn’t be repeated.

I can think of nothing better to teach
children than the simple proposition “Do
it now!” At our house we say “Do this”
and “Do that” and no action is taken until
the third call. I have a sense of guilt in
tolerating this shiftlessness, knowing from
experience that the worst handicap any
human being can have is this habit of tardi-
ness in the performance of necessary duties.

Certainly, “Do it now!” is the first rule
for success in business. “Do it now!” — not

[ 2 ]

“Quiet is Desired”

tomorrow, or next week, or next year, but
now.

Turnover is nine-tenths of business. The
faster money works the more profits it col-
lects. A profit earned today picks up another
profit tomorrow.

An unanswered letter is on your desk.
Answer it now.

Your telephone bell is ringing. Answer
now.

Papers are unsigned. Sign them now.

You have been asked for a decision. De-
cide now.

A customer is waiting for a quotation.
Estimate now.

Not —

After you have finished your day-dream-
ing, or played a game of golf, or read the
current installment of a weekly serial, or
gossiped away the morning, or spent three
hours at a luncheon club devoted to heavy
nonsense.

Do any of these if you please. You may
like to mix business with recreation. The
advice here is for those who wish to know
the sure and quick way to get ahead, and not
for those who have retired from active
competition.

For these, as they say in the Pullmans,
“Quiet is Desired.”

[ 3 ]

A Court Trial

I HAVE owned both sheep and dogs, and
on a Sunday walk I once found three of
my sheep with their throats torn open by
dogs.

When I looked at the sheep I hated dogs,
so I sympathize with the farmer who is
prompted to kill any dog that crosses his
land. Yet if he shot one of my dogs I would
want to shoot him.

In Smyth County, Virginia, the court was
asked to settle an argument between a dog
owner and a sheep owner. The dog was a
hound, a fox hunter. One day he trailed a
fox from five in the morning until two in the
afternoon. Then the fox went to hole, and
the hound started home. He had to cross
the land owned by the sheep owner. The
man was killing dogs that day, without ask-
ing them whether they had ever killed a
sheep. He had killed three dogs, and then
shot the hound. He let it drag itself off to the
road where it died.

The hound owner’s wife saw the shooting
and she brought other witnesses to court.
They sought to establish that the shooting
was malicious, that the dog was not annoy-
ing and had never annoyed any sheep.

The people in that part of the country
like dogs, and this hound was a good dog.
The dog was so good that when a lawyer

[ 4 ]

What Does the Worker Want?

asked one venerable witness what such a dog
was worth he hesitated a moment and said,
“Well, I guess he’s worth more than most
anything else on earth.”

The shooter was assessed damages of $75.
The trial was reported by Sherwood Ander-
son, the novelist, for his weekly newspaper,
published at Marion.

HE American manufacturer is open-

minded and forward-looking in his

attitude toward mechanical improvements,
merchandising plans, and accounting meth-
ods. He welcomes and gladly pays the bills
for research in these departments.

The suggestion has been made that he
should now devote himself with equal
energy to a cool study of his labor problems.

He should know what is on the minds of
the men who work for him and for others.
Does the working man want more money,
more responsibility, more recognition of his
skill, shorter hours, better sanitation, or
what?

Perhaps the most earnest and thorough
study of the worker’s mind has been made
by Whiting Williams, who toiled and slept
for months with steel makers, miners,
machine hands, and railroad hands.

m

Interested in the Differential

Williams has written several books in
which he has blazed a new trail of thought,
and turned up many startling facts.

He discovered for instance, that in many
lines, workers are more interested in dif-
ferentials in the rate of pay than in absolute
wages. In the printing trade the ambition of
every compositor is to get a little more than
a pressman. A pressman figures that he
should get about $10 more each week than a
press feeder. Wages in the printing trade
cannot be satisfactorily adjusted unless these
differentials are recognized and maintained.
A change in differentials even when all wages
are being advanced, may very easily cause
more bitterness than a general reduction.

Even in the smallest office or store the help
is usually more jealous of the differentials
than interested in the actual wages. It is
conceivable that an office manager might
say that all clerks were to receive a uniform
wage. Would this be pleasing? It would
not! Workers prize too highly the distinc-
tion that is conferred by a high relative rate.
“The highest paid woman in the office” insures
social distinction, not only in the office
but outside, as well.

The executive mind must be directed to
the study of such problems if progress is to
be made in handling the human element

[ 6 ]

Which Is as it Should Be

in production. There are a few examples of
intelligent thought, but not a tenth of the
study has been given to this question that
has been applied in certain industries to
cost accounting.

I GET quiet joy from the observation of
anyone who does his job well.

I am thinking of a clerk in a delicatessen
store. The place looked as clean as a new
bathroom. The walls and counter were
piled high with polished, multi-colored boxes
of package goods, and under the glass were
cheese, chicken, ham, tongue, everything
calculated to delight the palate.

The young clerk gave no sign of weariness
or irritation. He was alert, eager to serve,
and good-humored.

Of course, he tried to sell me more than I
wanted, but he did not overdo it. He let
his suggestions die an easy death. When
everything had been wrapped he stepped
from behind the counter, and deposited the
package in my arms and the change in my
hand.

The meeting had been pleasant. He was
well pleased with the sale, and I with the
purchase.

Which is as it should be.

[ 7 ]

Why a Clean Shop?

R R. CUNNINGHAM has had wide
# experience in adult education. Mr.
Cunningham’s experience has been with
dealers, attempting to make better business
men of them. He has learned some things
about dealers that not even the professors
know.

The usual manufacturer, seeking to help
his dealers to sell more goods, is inclined to
tell them what to do. Mr. Cunningham
says that isn’t enough. They must be
told why.

“For example,” says Mr. Cunningham,
“you tell the dealer to keep his place of busi-
ness clean and be courteous to customers.
Either he is already doing this, or he isn’t.
If he is doing it, he is inclined to resent the
admonition as an insult to his intelligence,
and as merely telling him things he already
knows. If he is not doing it, it is because he
does not know enough to do it — he hasn’t
the right ‘slant’ on his merchandising prob-
lems, and the proper way to serve his interests
as a merchandiser.

“Merely to tell him to do these things is
not going to change his viewpoint or induce
him to think straight about his problems.
He does not know why a clean shop and a
courteous attitude is good and profitable
business; that is why he is discourteous and

[ 8 ]

Laziness Not Always Voluntary

slovenly. Show him; prove to him how and
why these things will put money into his
pocket, and he will change his thinking
quickly enough and likewise his habits.”

We cannot teach by admonition and
preachment, says Mr. Cunningham, nor can
we add to a man’s ability by admonition.
Our appearance, our jobs, our businesses and
social relationships are merely the material
evidences of what we are thinking about and
the quality of our thinking. Correction,
change, or improvement will come only from
a parallel change in thinking. Any successful
program must emphasize the “why” and let
the “how” follow as a logical and inevitable
result.

E NERGY is a factor in everything, par-
ticularly in success.

Men of great ability often fail to make
progress because they lack energy. In plain
words, they are lazy.

Laziness is not always voluntary. It
may be caused by disease, improper diet,
or heredity.

A man of great natural energy is a self-
starter, whereas a man of low energy has to
be kicked into action. He may have ambi-
tion, vision, and keen perception, but he

[»]

You Must Always Say “Yes”

lacks an inner drive. Usually he knows
that he should reform, but he seldom does.

Do not scold your children if they exhaust
you with constant bouncing in and out of
the house. If they have energy they are
lucky and you are lucky. Pray that they
may develop intelligence. The combination
will make them successful in whatever they
undertake.

HE aim of the high pressure salesman

X is to frame his questions so that the
prospect must always answer yes.

Here are some typical questions:

“You are in business for profit, aren't
your

“If I could show you a simple plan which
has made hundreds of thousands of dollars
for more than 5,200 corporations you would
be interested in seeing it wouldn't you?"

“I assume that you would like to reduce
your labor turnover, increase the efficiency
of your employees, and develop loyalty
throughout your organization?"

“You are the kind of man who is willing
to risk five minutes of his time if the reward
may be a profit of $5,000?"

“You have heard of the International
Harvester Corporation?"

[ 10 ]

The Victim Mutters

“You would acknowledge that Henry
Ford is a good business man, wouldn’t you?”

Such questions are posed for the purpose
of compelling the prospect to grant the
salesman an opportunity to “put on the
works,” which means a complete and unin-
terrupted demonstration.

After the preliminary skirmish, during
which the prospect has answered every
question affirmatively, the only escape is
suddenly to turn mean.

He can say, “Despite all you have said I
am uninterested.”

The salesman will then inquire, “Mr.
Jones, if you are busy today I will come back
at a time that suits your convenience, but
I do not like to leave here with the impres-
sion that you are not interested in a money
saving plan that has proved itself in the
factories of the General Motors Corpora-
tion.”

The victim will then mutter, “We are tak-
ing on no additional expense just now.”

The salesman will look hurt, a tear may
fall, and he will exclaim, “Mr. Jones, you
have misunderstood me. I am not suggest-
ing expense. I am here to show you how to
make money.”

There are two ways of ending the inter-
view when it reaches this point. One is to

[in

Give the Other Fellow a Chance

reach out with both hands and slowly choke
the salesman until he loses consciousness, and
then call the porter and direct him to deposit
the remains on the street. The other method
is to ask for the order blank, sign your name,
and tell the man to send along whatever it
may be that he is selling.

I ONCE suggested that it was easier to
find ideas than it was to find people to
carry them out.

This observation pleased at least one reader
because he wrote a page letter, earnestly
requesting me to devote a few paragraphs
to “the half-cocked directorate which, on
hearing an idea that concerns a particular
department goes ahead with said ‘idea’ with-
out stopping for one brief moment to con-
sider that the department head might have
something to say or do about the project.
The idea may sound basically O.K. and all
that, but at the same time be utterly im-
practicable — for reasons known to the
department head.”

The correspondent then says: “My big
idea is to give the other fellow a chance. See
the interested person before attempting to
revolutionize something in his department.”
It all seems reasonable to me.

[ 12 ]

A Chain Store Practice

H ERE is something picked up in general
reading: Eight per cent or 272 millions
out of the $3 ,400,000,000 business dqne by
the chain stores of the country, was sold
at an actual loss; 26 per cent, or 884
millions, was sold at cost. Most of this non-
profit business was in the grocery field, where
58,000 stores sold 812 millions at bare cost;
getting their profit in 1)4 billions of sales in
meats, dairy products, coffee, tea and baking
goods.

It therefore appears that the chain stores
lose or make no profit on over one-third of
their sales. Their final profits, however, are
handsome, as everybody knows.

What interests me about this statement is
this: Every business house sells some items
at no profit, or operates certain departments
at a loss.

A few years ago the fashion among ex-
experts was to tell business men to discon-
tinue all unprofitable lines.

That sounded like good sense, and maybe
it was, but I doubt if any successful enter-
prise has ever been able to enforce the rule.
Customers are accustomed to getting certain
items and certain services at less than cost.

They squeal when they are charged the
proper price, which is cost, plus a fair margin
of profit.

[ 13 ]

A Reporter’s Yarn

Twenty-five years ago, when I worked in
a grocery store, we sold sugar without any
mark-up. It was the custom; all other
grocers sold sugar at the wholesale price.

A grocer might have said: “I will not
handle sugar at all if I cannot get my usual
margin of profit out of it.” Such a policy
would have been business suicide because
customers would have gone elsewhere for
their sugar — and all other items.

What I am getting at is that cost account-
ants and experts may argue until they are
blue in the face, but they’ll never succeed
in getting everything in perfect order.
Shrewd business men, like the managers of
chain stores, will always say to themselves,
“Why argue? Let the public have its
sugar at less than cost. We’ll make up the
difference on summer sausage!”

This may not be good business in an
ethical sense, but it works. A knowledge of
human nature is the most important factor
in sound business judgment.

A REPORTER tells me this: A man
walked up to a stranger and said, “I’m
looking for an honest man.” At this moment
another man bumped into them. After an
apology the first man repeated the assertion.

[ 14 ]

Modern Salesmanship

The newcomer immediately said he was
honest so he was subjected to a test. The
first man gave him $1000 in cash and told
him to walk to the corner — if he returned
with it he was honest. He didn’t return.

Undismayed, the investigator turned to
the original man saying, “I’ve got to find
an honest man to take in business with me.
I believe you are honest.” When the test
was made the original man returned with
the money.

“Now,” said the business man, “to estab-
lish my honesty, you give me the test.”
With visions of a fortune just around the
corner, the man drew his eight hundred out
of the bank. He handed it to the first man
and when he disappeared, our friend saw
the last of $800.

I HAVE been looking through a catalogue
that is a good illustration of modern
salesmanship. The publisher is advertising
a brand of paper used for sealing packages of
foodstuffs to protect them against dirt,
moisture, evaporation, and heat.

The attitude of this paper maker toward
his customers and prospects is that by
buying his product they can either save
money, make money, or improve the quality

Business the Educator

of their merchandise, thereby gaining the
good-will of the trade.

The presentation is so direct, fair, and
sensible that the reader closes the catalogue
with the feeling that he has had a profitable
half-hour. A user of the paper would be
tempted to write the maker and thank him
for sending the book.

Which is as it should be. Today’s business
man is an educator.

The banker must teach the public how to
save by stimulating the sense of thrift and
devising simple budgets.

The electric lamp manufacturer must tell
the public the relation between good eye-
sight and lighting.

The orange grower must tell the public
how healthful the fruit is and how it may be
served. Merely to say that oranges are
cheaper than bananas or pineapples won’t
do. That information will interest some
people, but if a man has never eaten oranges
it won’t encourage him to buy any.

Yesterday’s salesman said: “Do you need
new filing cabinets? If so, ours are the best
and cheapest.”

Today’s salesman says: “I’d like to look
over your equipment and see if I can’t show
you how we can improve your filing system.
It will cost you nothing to let me look and if
[i«]

Happiness Come From Within

I can’t show you how to save some money
I don’t expect an order.”

I LIKE this line from Art Young’s book:

“It’s the multi-millionaire who can’t
find a cure for his liver complaint, who is
sure that money doesn’t bring happiness.”

To claim that money, or the things that can
be bought with money, won’t buy a good deal
of happiness is nonsense. It is equally foolish
to say that prosperity contributes nothing to
the happiness of a nation.

Art Young, who is an artist and associates
mainly with artists, had an argument with
a friend on this subject. The friend had said
that Americans would soon find that money
does not bring happiness and that they
would then turn to the appreciation of the
arts.

Young cheered the hope of his friend,
but —

“I insisted,” he says, “that money had
something to do with genuine happiness.
Happiness, as the phrase goes, comes from
within, and I argued that money sometimes
makes a man feel good ‘within.’ A man wins
two thousand dollars at a game — the smile
on his face means happiness at least for the
time being. Anyhow, it doesn’t mean

[ 17 ]

“Business Man’s Tow Line”

sorrow. Money enough to get an education,
money to eat well and dress well, money
to live in comfortable surroundings, money
for doctors and dentists and hundreds of
natural needs — how is that interfering with
happiness? I asked him. No one ought to
be afraid of that much money, plus a margin
of reserve for experimentation. It won’t
take any joy out of life.”

T HESE days we have the “business
man’s lunch,” the “business man’s
club,” and the “business man’s collar.”

A peddler came into this office and asked
permission to demonstrate what he called a
“business man’s tow line.” It was a steel
cable, with hooks at each end. It was a
simple, efficient device, and I thought the
designation was a nice tribute.

One wonders whether a lawyer, a doctor,
or a saxophone player would prefer another
type of tow line. Is a chiropractor’s lunch
different from a business man’s lunch? Is
there something about business that causes
a practitioner to yearn for thick steaks and
soups whereas an attorney-at-law prefers
salads and ices?

These reflections are caused by a contest
conducted by Barron's , the financial weekly,

[ 18 ]

Nathaniel Hawthorne’s Meditations

for the best suggestions on how a business
man should invest his money.

For many years I have been hearing sales-
men refer to certain stocks and bonds as a
“business man’s investment.”

A critic of the prize winning essays wonders
why a business man’s investment may be
allowed to show a speculative tinge that is
denied to any other sane man’s investment.

“Why not face the task of definition
bravely,” he says, “and ask whether there is
any alchemy by which speculative securities
become an investment when held by a
business man?”

I was subtly flattered when the peddler
called his device a “business man’s tow line,”
and I bought one.

I am curious to know if this same flattery
is being used by the merchants of other items
for the purpose of capturing the dollars of
those of us who are vain enough to like to
do everything “the business way,” even
though it may be the wrong way.

W HEN Nathaniel Hawthorne, the great
American novelist, was consul at
Liverpool, in 1 8 55 > one of his duties was to
hear the testimony of sailors. One day he
was called to a hospital to take the deposition

[ 19 ]

Our Comic Strips

of a man who was dying from beatings re-
ceived aboard ship.

A law had been passed prohibiting flogging
on ship-board.

“The first step toward better things,”
Hawthorne wrote in his diary, “would be to
legalize flogging on shipboard; thereby doing
away with the miscellaneous assaults and
batteries, kickings, fisticuffings, ropes’-end-
ings, marline-spikings, which the inferior
officers continually perpetrate, as the only
mode of keeping up anything like discipline.
As in many other instances, philanthropy
has overshot itself by the prohibition of
flogging, causing the captain to avoid the
responsibility of solemn punishment, and
leave his mates to make devils of themselves
by habitual (and hardly avoidable) ill-
treatment of the seaman.”

B EING interested in the most direct
route to the hearts of the masses of
people, I have long wondered just what is
the quality a newspaper comic must have in
order to win wide approval. My study has
led me to two conclusions: First, a comic
like “Mutt and Jeflf” appeals to the vagabond
spirit. We like these two scalawags because
they are so carefree, irresponsible, and adven-

[ 20 ]

He Boasts Like a Champion

turous. Second, their ugliness and stupidity
contribute to any sense of superiority we
may have ourselves. In our most awful
nightmares we never find ourselves in situa-
tions so utterly embarrassing and devastat-
ing as this pair encounter in their daily ad-
ventures. Think of taking your best girl
to a restaurant and being thrown out because
you could not pay the bill! Jeff has been
thrown out of the worst and the best places.

That consummate fool, Andy Gump,
boasts like a champion, and then yells for
his wife the moment he feels a pain. Un-
certain though we may be of ourselves, we
do not, in our lowest moments, see ourselves
at his level. And Jiggs, the pitiful character
in Bringing Up Father! Married to a shrew,
he is harrassed and beaten beyond the
imagination of the most hen-pecked hus-
band. How sweet his adventures must be
to those benedicts who take daily punish-
ment.

Charlie Chaplin has tapped the same
eternal interest in ne'er-do-wells who stalk
or tip-toe through life, doing everything
wrong, committing “bulls" in etiquette,
trying to appear to be something they are
not and getting caught. Charlie Chaplin
lets us see that fools though we may be
ourselves, there is still a bigger fool upon

[ 21 ]

Good Writing Not Hard Reading

whom we may smile patronizingly and
indulgently.

My interpretation of the success, “Abie’s
Irish Rose/’ conforms to the same formula.
The characters in this play are kindly human
beings who do everything wrong at the first
try. No one can see them in action without
feeling that here is a group of prize jack-
asses. This accounts for the hilarity of the
audiences that see this play. They go home
in a glow of self-approval.

G OOD writing is never hard reading, al-
though many people, having slight
respect for their own judgment, suspect
that what is hard to read must therefore be
good.

Some of the best writing appears in the
newspapers. It is enjoyed and forgotten like
the weather.

In reporting prize-fights, baseball and foot-
ball games, fires, trials, and minor incidents
of the day, newspapermen frequently produce
perfect examples of lucid, vivid, concise ex-
pression.

Some people stupidly hold that the best
writing is found in obscure places, the reason
being that only a few can appreciate the best.
The majority are suspected of enjoying

[ 22 ]

Women and Their Troubles

inferior prose more than good prose. It
is true that ordinary people prefer enter-
taining and informative content, though
poorly written, to dull news or thought,
though well phrased. Who doesn’t and who
shouldn’t?

The greatest writers have always been
able to please the masses. Young writers
should remember this. Writing that is
over the heads of common people is usually
equally unattractive to the highly educated.
They may put up with it if the writer has
something to say, but they don’t enjoy the
labor required to get at the meaning.

F RED KELLY, the writer, says a woman
employment agent told him she had
to discontinue the department of her business
which was organized to handle high-grade
domestic positions. Women seeking maids
insisted on talking so much about their
troubles that the work was unprofitable.

Many other business houses say that it
takes two or three times longer to dispose
of a woman customer than a man.

The better business practice is not to
quit or complain, but to adjust oneself to
the eccentricities of customers, charging a
price that will pay all the overhead. Women

r 23 3

Give Them What They Want

like to shop, and they dislike high-pressure
methods. Intelligent store managers, recog-
nizing these likes and dislikes, have con-
verted their stores into clubs. If a woman
pleases she may wander about in one of these
modern palaces for a week and no one,
unless perhaps the store detective, will pay
any attention to her, except when she asks
for information.

Mark-ups in such stores are high enough
to absorb all costs.

It seems to be a good business principle
always to give customers what they want
— never to fight them. If customers com-
plain about both price and service the in-
telligent procedure is to eliminate one com-
plaint or the other. Give them more service
and higher prices, or give them less service
and lower prices. Then they will have only
one thing to complain about. To try both
to improve service and lower prices would be
folly because the seller would go bankrupt.
No seller can please everybody, but every
seller can please a certain part of the public
ioo per cent.

Jack Spratt enjoyed making money, and
his wife enjoyed spending it, so they had
nothing to fight about.

Copyrighted rnd Printed in U. S. A.

The Market is Flooded with
Poor Granite Cutters’ Tools

You Cannot Afford to
Use Such Tools

Cw'OU will never receive a guarantee when buying
-W- poor tools.

We Guarantee every tool we ship — and remember,
we charge no more than you pay for poor tools.

Think this over and then order from us some good
tools and satisfy your men.

Use the Modem Method of
Polishing Granite

W E illustrate the modern buffer for polishing
granite — gives a lasting and beautiful polish
with a first-class tin oxide or putty powder.

This buffer gives a cold natural shine without dis-
turbing the nature of the stone.

Made in all sizes to fit any polishing machine.
Change to this style buffer and improve your work .

Harrison Supply Company, Inc.

Boston, Massachusetts

I HREE very important
_1L items to consider installing
this fall.

Remember time payments if
desired. A new compressor,
sizes and prices to meet all
pocketbooks.

A New Surfacer. Three sizes
— Midget, Medium and Large.

A new Sandblast. Small or
large.

Why not write for further in-
formation? You owe it to your-
self.

CVD

Harrison Supply Company, Inc.
Boston, Massachusetts

I \ON’T use old-fashioned
3LJ methods for Sandblasting.
Natite Special cuts fast, saves
time, does much better work,
lasts long and work sells faster
on account of its fine quality.

You cannot afford not to use
Natite Special for sandblasting.
Your competitor is using it.

Packed in 350-pound kegs,
at nine cents per pound — for
both small and large machines.

Order a supply at once.

CO

1

Harrison Supply Company, Inc.
Boston, Massachusetts